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Intel, the largest-selling manufacturer of microprocessor computer chips, finds itself in a brand-threatening situation when a flaw is revealed in its top-of-the-line Pentium chip. The story is front-page news for weeks. The company invested tens of millions of dollars in advertising its branded Pentium chip as a high-quality component via the campaign slogan "Intel Inside." Issues include salience of the problem, when Intel knew of the problem, how it was revealed, and what actions should be undertaken. Teaching Purpose: Students analyze consequences of a company miscue that becomes a much bigger story than initially anticipated. Analogies may be made to other company crisis situations involving brands and communications.

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This article explains the utility of adopting an identity-based view of the corporation, which underpins a diagnostic tool of identity management outlined in this article. Using British Airways as an extensive case history, it examines and analyzes how British Airways' senior executives have intuitively adopted an identity-based perspective as part of the strategic management of the carrier. The analysis is corroborated by insights from the former CEO of British Airways, Lord Marshall, as well as his predecessor, Lord King. The overriding message is that calibrating the multiple identities of the corporation is a critical dimension of strategic management.

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Companies are beginning to use their brand-enhancing sponsorship of teams and events internally, to motivate employees or facilitate major structural change. Sports-related communications and incentives can create cohesion and foster pride in the company.

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This Video Short accompanies this case and can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.

After 20 years, Professor Levitt looks back at his 1983 HBR article "Globalization of Markets" and discusses its initial reception.

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When the XFL professional football league debuted on February 3, 2001, it generated a Nielsen rating of 10.1, higher than any nationally televised program in a Saturday evening time slot. The next week, ratings plummeted, and by week nine the XFL game earned the title as the lowest rated sports event in television history. Co-owners WWFE and NBC officially disbanded the XFL on May 10, 2001. What went wrong? How could two seasoned and respected figures in entertainment--WWFE's Vince McMahon and NBC's Dick Ebersol--have miscalculated so badly?

learning objective:

Prompts students to draw valuable marketing lessons about product development, positioning, and repositioning in contemporary social and cultural contexts.

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To maximize their effectiveness, color cases should be printed in color.

The Museum of Fine Arts in Boston and Fleet Financial Group's sponsored the Monet in the 20th Century exhibition, the world's largest, in 1998. The case chronicles the solicitation of a large corporate sponsor, as well as the growth and development of their partnership. Includes color exhibits.

learning objective:

To understand how the two parties in this unusual pairing of a fine arts organization and a financial services firm recognize traits in a potential partner necessary to create a co-branded product (the Monet exhibition) and how they subsequently collaborate to meet organizational objectives. To illuminate the partnership nature of an unusual corporate/nonprofit co-branding initiative.

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This case chronicles the 30-year evolution of Bank One's business strategy of growth through acquisition and the resulting branding issues encountered by the need to rebrand the acquired existing entities. Begins in 1968--at the start of the newly formed First Banc Group of Ohio, Inc.--a holding company created by the McCoy family to acquire other small banks in the state of Ohio. The banks were to be renamed "Bank One." It continues through the next 30 years of growth, marketing innovations, and expansion to many states beyond its Ohio base. This period of growth and change produced numerous challenges to the company's identity. The principal focus of the case is on the major branding obstacles associated with Bank One's merger with First Chicago NBD, a very large commercial bank. First Chicago NBD represented the first major commercial bank to become a member of the Bank One family of dominantly retail banks. Issues encompass whether the First Chicago NBD name should be changed to Bank One, as had been done for all previous retail bank acquisitions over the years or retain its name using only the endorsement, "A Bank One Company." Further complicating the situation is a major Bank One brand development initiative intended to implement the Bank One brand identity in new ways for all Bank One entities.

learning objective:

To explore the relationship between Bank One's corporate strategy and its brand identity, as well as understand and critique the process of brand development over the years.

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Major League Baseball (MLB) has experienced a very positive 1998 season and must assess its situation and consider new initiatives for 1999. The latter include building, a fan base, television coverage, etc.

learning objective:

To compare the 1999 situation with 1997 to assess whether 1998 represents an aberration or a solid platform from which MLB can strengthen its position with its stakeholders.

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Provides information on the demise of the American Basketball League (ABL) in December 1998. Reviews the League's attendance, television activity, and competitive positioning versus the Women's National Basketball Association (WNBA). In conjunction with earlier cases on the ABL and the WNBA, students are asked to assess the reasons why the league was not financially successful. A chronology of the ABL's history is included.

learning objective:

To expand students' perspectives on the American Basketball League and the Women's National Basketball Association and the reasons for their relative financial success and failure.

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